Writing an Annotated Bibliography
Reid, W. A. (2011). LEADERSHIP TYPE FOR A SUCCESSFUL ENTERPRISE SOFTWARE IMPLEMENTATION. International Journal Of Business & Public Administration, 8(2), 79-94.
The author, a researcher at Regent University, uses data collected from surveys of sixty different companies to evaluate the success of their Enterprise Resource Planning (ERP) implementation, the leadership style, and the readiness of the organization for change. The author identified three leadership styles: transformational, transactional, and passive and found while transactional leadership type could be effective it was transformational leadership type which is most effective for an ERP implementation. The study found that organizational readiness for change is critical to the success of an ERP implementation and people are more apt to accept and embrace change if they are led by a transformational leader.
Tuffley, D. D. (2012). Optimising virtual team leadership in Global Software Development. IET Software, 6(3), 176-184. doi:10.1049/iet-sen.2011.0044.
The author, a researcher at Griffith University, utilizes a process reference model (PRM) and assessment model to evaluate leadership of project teams, in particular virtual teams. The study was conducted over an 18 month period. The author argues that leadership can be learned and the resultant PRM could have a significant impact for companies looking to improve project management. The author finds that a leadership PRM developed, tested, and found useful is a viable model to be recommended to project managers.
Ishak, N.A., and Ahmad, H. (2011). Emerging Themes of the Leadership and Green Innovation of the Government-Linked Companies. IBIMA Business Review, 2011, 9.
The authors, researchers at University of Malaysia and University Utara Malaysia, use data collected from interviews, focus groups, and document analysis to analyze leadership in Government Linked Companies (GLC’s). The impetus for their study was based on an announcement by
The author, a researcher at Regent University, uses data collected from surveys of sixty different companies to evaluate the success of their Enterprise Resource Planning (ERP) implementation, the leadership style, and the readiness of the organization for change. The author identified three leadership styles: transformational, transactional, and passive and found while transactional leadership type could be effective it was transformational leadership type which is most effective for an ERP implementation. The study found that organizational readiness for change is critical to the success of an ERP implementation and people are more apt to accept and embrace change if they are led by a transformational leader.
Tuffley, D. D. (2012). Optimising virtual team leadership in Global Software Development. IET Software, 6(3), 176-184. doi:10.1049/iet-sen.2011.0044.
The author, a researcher at Griffith University, utilizes a process reference model (PRM) and assessment model to evaluate leadership of project teams, in particular virtual teams. The study was conducted over an 18 month period. The author argues that leadership can be learned and the resultant PRM could have a significant impact for companies looking to improve project management. The author finds that a leadership PRM developed, tested, and found useful is a viable model to be recommended to project managers.
Ishak, N.A., and Ahmad, H. (2011). Emerging Themes of the Leadership and Green Innovation of the Government-Linked Companies. IBIMA Business Review, 2011, 9.
The authors, researchers at University of Malaysia and University Utara Malaysia, use data collected from interviews, focus groups, and document analysis to analyze leadership in Government Linked Companies (GLC’s). The impetus for their study was based on an announcement by